Mapping AIHA’s Strategic Plan

TO STAFF FUNCTIONS VIA THE BALANCED

SCORECARD MODEL

OPERATIONS

collaborate

bridgegaps

professionaldevelopment

enable

nourish

education

grow

INNOVATIONINNOVATION

FINANCEFINANCE

MISSION

THIS BROCHURE HAS BEEN DESIGNED TO MAP EACH OF THE BALANCED SCORECARD QUADRANTS TO DEPARTMENTAL PROGRAMS AND OPERATIONS AS WELL AS THE SIX STRATEGIC FOCUS AREAS. IT ILLUSTRATES HOW DEPART­MENTAL PROGRAMS AND OPERATIONS MAP TO THE PLAN, BUT MAY NOT BE “ALL­INCLUSIVE”.

The Balanced Scorecard Model serves as overarching framework for all AIHA activities, including the AIHA Strategic Plan and its six focus areas. Note that the LLC’s (LAP, PAT, Registry) and Product Stewardship Society business plans are not specifically referenced in the AIHA Strategic Plan, but are mapped against it where applicable. Strategic Plan focus areas are mapped against Mission and Innovation quadrants. Activities such as IT, HR, staff professional development are grouped under Operations, and Financial Performance (including individual performance of the LLC’s) is grouped under Finance.

Founded in 1939, AIHA is a nonprofit organization devoted to achieving and maintaining the highest professional standards for its members. More than half of the 8500+ members are certified industrial hygienists (CIHs), and many hold other professional designations.

AIHA administers comprehensive education programs that keep occupational and environmental health and safety (OEHS) professionals current in the field of industrial hygiene. AIHA is one of the largest international associations serving OEHS professionals practicing industrial hygiene and is a resource for those in large corporations, small businesses and who work independently as consultants.

drivecontentfocus

partneron content

tools

scientific &tech initiatives

scientific &tech initiatives

bodies of knowledge

synergist

alliedassociations

AIHce

regional education

onlinecommunities

JOEH

PDCs

globaloutreach

Scientific Info

globalmeetings

globaleducation

govtrelations

GUIDELINEFOUNDATION

supportlocal

sections

customizebenefits

AIHF

REGISTRY LLC

LAP LLCPAT LLC

PRODUCT STEWARDSHIPSOCIETY

MISSION

Professional Communities

Scientific Education

marcomm

mbrshptechnologyinitiatives

OUR MISSION is creating knowledge to protect worker health. Our Vision is elimination of workplace illnesses. AIHA’s mission can be broken down into three sections: Scientific Education, Scientific Information and Professional Communities

Balanced Scorecard Strategic Plan Key Focus Areas Staff Departments Allied Groups

1. DRIVE AIHA’S CONTENT FOCUS AND DISSEMINATION

» Identify/develop IH content for all areas where worker health is at risk • Priority topics; Volunteer Groups developing BoK’s

[STI] [Educ]

» Provide focused, accessible IH info/tools for a variety of audiences • In-person (AIHce, Fall Conference, Product Stewardship

Conference, PDC’s) [Educ] [Meetings] [MarComm]• Webinars and online courses [Educ] [MarComm]• E-newsletters (Synergist brand) [MarComm]• Publications and JOEH [MarComm]• AIHA Registry [Registry LLC]• Comprehensive government relations program that

supports Local Sections and keeps abreast of federal and state affairs [GR]

» Address IH knowledge, skill, and capability gaps through training/education globally• AIHA support for “charitable” non-profits [Exec Office]• Host nation for IOHA 2018 [Educ] [Meetings]

[MarComm]• AIH Foundation (scholarships for aspiring IH/OH

practitioners) [Admin]

» Optimize volunteer structure to facilitate content development [Educ] +• Content Portfolio Advisory Group (formerly CPMT)

provides strategic oversight

• Volunteer Groups and Ad Hoc groups identify content for PDC’s and sessions [Mbrshp]

• Conference Planning Cmte and Fall Conference Planning Team

• PSS Board building out BoK for Product Stewardship Society [PSS]

• AIHA website [IT] [MarComm]

2. CUSTOMIZE BENEFITS TO MAXIMIZE VALUE TO MEMBERS

» Develop new tools and opportunities to connect with peers to work and to learn• Higher Logic online communities tool [IT] [Mbrshp]

[MarComm]

» Develop a PAL­type program for new members, including student members• Formalized program connecting mid-career and senior

professionals with early stage professionals [Mbrshp]

» Develop pilot programs to evaluate targeted offerings/packages/solutions• Restructuring of organizational membership class (2018)

[Mbrshp] [MarComm]• Access to Higher Logic (online communities) for

professional communities [IT] [Mbrshp] [MarComm]

» Ensure resources to support development of new value­added offerings• Balance staffing requirements of existing programs/

services with new offerings to ensure we have adequate resources [Exec Office]

3. PARTNER TO GENERATE AND DISSEMINATE

CONTENT

» Manage, maintain, nourish, grow existing partnerships • Governmental (OSHA, NIOSH), Non-profits

(ASSE, Trilateral with BOHS and AIOH, IOHA) [Educ] [Meetings] [MarComm] [STI]

• Comprehensive government relations program that supports Local Sections and keeps abreast of federal and state affairs [GR] [Mbrship]

» Identify organizations/groups for new strategic partnerships• CSHS (with ASSE) [STI], Product Stewardship

Society [PSS]

» Develop a process for evaluating partnership opportunities • Review and update criteria for internal

decision-making [Exec Office]

» Develop appropriate agreements with organizations aligned with our priority areas [Exec Office] [STI] [GR] [Educ]• Review existing MOU’s, sunsetting those that do

not have defined deliverables and identifying others that hold promise of new revenue, aligned educational offerings

• Global Standard of Care

4. SUPPORT LOCAL SECTIONS

» Survey LS officers/members on what they most need from national [Mbrshp] [MarComm]• Top-level commitment from CEO in support

of LS needs

• Review of previous survey feedback; recommend solutions/share w/ new LS Task Force

» Enable multidirectional content sharing among national & Local Sections [Mbrshp]• AIHA has been promoting local section activities via

Twitter & Facebook since July 2016

• New Higher Logic (online Community pages for local sections) [IT]

» Nurture strong connection by disseminating national issues to Local Section [Mbrshp]• Monthly Quick Takes and Quarterly Viewpoint

e-Newsletters

» Develop systems to support diverse needs of Local Sections [Mbrshp]• New Higher Logic (online Community pages) [IT]

» Facilitate Local Section collaboration with other organizations in their regions [Mbrshp]• Map LS’s against allied organization’s chapters

(such as ASSE chapters)

1. PIONEER A COALITION TO

ADVANCE IH SCIENCE AND PRACTICE » Define/link AIHA’s top identified research priorities to the

content focus areas• New BoK’s being developed for IH Business

Value, Exposure/Risk Assessment, Enterprise Risk management [STI]

» Convene scientific summit of groups likely to benefit from or value AIHA• Example: Sensor Summit 2016 (identify AIHA’s role in

navigating next generation sensor technologies); next summit t/b/d in 2017 [STI]

» Identify and prioritize groups for possible collaborations• NIOSH – work with them on “Big Data” [STI]• Reviewing existing MOUs and assess which are key for

renewal/updates and which should be sunset [Exec Office] [STI] [GR] [Educ]

» Work to build trust with like­minded organizations • Assign staff point of contact to nurture MOU relationship

and ensure deliverables are being met by both parties [Exec Office]

2. ALIGN SUPPORT FOR CAREER STAGES

» Identify professional development needs at major career milestones/phases [HR] [MarComm]• Four career stages identified; consider mapping CPMT

priorities against them; add a 5th career stage for retirees (emeritus professionals)

» Inventory and unify AIHA’s existing student and career support

• Revisit student chapters to assess which are active; coordinate efforts of multiple career development focused volunteer groups [Mbrshp]

» Determine/bridge gaps between needs and existing support across various career stages• Leverage Fellows SIG to mentor students and

young professionals [Mbrshp]

» Provide IHs with tools to demonstrate IH value/business case• Continue to refine Value of the Profession

priority area [STI]

» Support the CIH and other professional certifications• Work in tandem with ABIH and assist with marketing

value of CIH [Exec Off] [MarComm]• Assist in researching other credential programs (generalist

CIH, product stewardship) [Exec Off] [STI]

3. GUIDELINE FOUNDATION [STI]

» Facilitating the development and dissemination of occupational and community emergency exposure guidelines for chemical and physical agents and stressors.• ERPGs

» Dedicated to Global Standard of Care, i.e., tracking consensus standards that can have an impact on the IH Profession.• Standards Panel

» Facilitating research intended to educate the IH Profession and the public• Sensor Technology

• Sensor Summit

INNOVATION embodies our relentless effort to stay abreast of cutting edge topics. AIHA will continue to build upon previous work and develop

new educational materials to ensure its members are kept up to date. Through innovation, AIHA will continue to ensure its future viability.

scientific &tech initiatives

govtrelations

supportIH pro

pathways

collaborate

support CIHresearchpriorities

NIOSH“Big Data”

scientificsummits

IH business case

marcomm

HR

INNOVATION

pioneercoalitions

Balanced Scorecard Strategic Plan Key Focus Areas Staff Departments Allied Groups

operating & capital budgets

IRAT reservesmgt

FINANCE

finance & admin

AIHA’S FINANCE DEPARTMENT develops its operating budget each year, which includes the LCC business units and

501c3 foundations. In addition we allocate IRAT (invested reserves above target) monies to fund R&D and capital funds to ensure our IT infrastructure able to meet our operational needs.

» AIHA P&L performance (vs budget) [All budget centers]

» LLC’s• LAP P&L performance (vs budget) [LAP LLC]• PAT P&L performance (vs budget) [PAT LLC]• Registry P&L performance (vs budget) [Registry LLC]

» IRAT performance (vs budget) [Affected budget centers]

» Capital budget (vs budget) [IT]

Balanced Scorecard Strategic Plan Key Focus Areas Staff Departments Allied Groups

The concept of OPERATIONS embodies the systems required to effectively and efficiently serve both internal

(i.e., staff) and external customers. Every customer is treated with dignity and respect.

» Staff professional development and training [HR]

» Human resources/office culture (e.g., Staff Retreats) [HR]

» IT system enhancements (e.g. new PAT, LAP, Registry, AMS, Product Stewardship/ AMS software, Higher Logic online communities and Marketing software) [IT]

» AIHA website (external facing) [IT] [MarComm]

» Marketing/Communications advises internal stakeholders and manage the accurate and efficient dissemination of all content [MarComm]

» Customer service department [Admin]

» General office administration [Admin]

professionaldevelopment

AIHA website

OPERATIONS

human resources

technologyinitiatives

marcommcustomerservice

Balanced Scorecard Strategic Plan Key Focus Areas Staff Departments Allied Groups

ABOUT AIHA’S 2016–2018 STRATEGIC PLANAIHA’s Strategic Plan consists of six key focus areas:

1 Drive AIHA’s content focus and dissemination

2 Customize benefits to maximize value to members

3 Pioneer a coalition to advance IH science and practice

4 Partner to generate and disseminate content

5 Support local sections

6 Align support for IH Professional Pathways (aka Career Stages)

American Industrial Hygiene Association3141 Fairview Park Dr Suite 777, Falls Church, VA 22042phone +1 703-849-8888 | www.aiha.org